• Always remember that your first duty, which should be laid out in your Code of Conduct, is to those in your care, even if that means having to report your mistakes, or those made by others.
  
  
• Wherever you’re working, you have a right to be informed of the processes for managing feedback and handling complaints that are in place.
  
  
• If you see something happening in your workplace that you feel is poor practice or unsafe, you have an obligation to raise or report your concerns. If this is difficult, you have the right to inform a senior member of staff and to expect that they will act upon your concerns.
  
  
• Don’t try to do things, or promise things, if you are not trained in handling complaints or unqualified to do so. It is safer to tell someone that you cannot help them directly but that you will get someone who can, than risk causing dissatisfaction or, even worse, possible harm
  
  
• Make sure you access any available complaints handling training and, if relevant, conflict resolution. If training isn’t available, ask management whether it could be provided.
  
  
• You should be made aware of the appropriate senior colleague to whom you can re-direct any complaints. Ideally, you should be able to take someone with a concern directly to them in the event that you are unable to resolve a problem.

Raising and responding to concerns is something that staff should all be comfortably able to do. But we know that being able to speak out is not always as easy as it sounds, but you must have the courage to report and concerns you have, so that lessons can be learned and best practice and processes developed. 

7 STEP COMPLAINTS HANDLING PROCEDURE:

1. LISTEN INTENTLY – listen to the person making the complaint and do NOT interrupt them. They need to tell their story and feel that they have been heard.
2. THANK THEM – thank them for bringing the problem to your attention. You cannot resolve something you are not completely aware of, or may be making faulty assumptions about.
3. APOLOGISE– (word ‘sincerely removed) convey to them your apology for the way the situation has made them feel. This is not the time for preachy reasons, justifications or excuses, you MUST apologise
4. SEEK THE BEST SOLUTIONS – determine what they are seeking as a resolution. Ask them! Often they will surprise you for asking for less than you initially thought you would have to give, especially when they perceive your apology and intention is genuinely
5. REACH AGREEMENT – seek to agree on the solution that will resolve the situation to their satisfaction; don’t forget, your best intentions can miss the mark completely if you still fail to deliver what the complainant wants, or what you have promised.
6. TAKE QUICK ACTIONS – act on the solution with the sense of urgency. Customers will often respond more positively to your focus on helping them immediately versus than on the solution itself. 

7. FOLLOW-UP – follow up to ensure they are completely satisfied, especially when you have had to enlist the help of others for the solution delivery. Everything up to this point will be for nothing if the client / family member feels that ‘out of sight, out of mind’!

CUSTOMER COMPLAINTS - WHAT’S AT STAKE?

The number of people the average person will tell, if they receive the products or services that they expect (no more, no less) are: 2

The number of people that the average person will tell if they have an outstanding positive and memorable encounter is: 1

The number of people the average person will tell if they receive an especially poor experience is: 7 

THE IMPACT GOOD OR BAD CUSTOMER SERVICE HAVE ON YOUR BUSINESS / YOUR EMPLOYER:

CUSTOMERS:

MEMBERS OF STAFF AND THEIR TEAM:

THE ORGANISATION: